Top 598 Quotes & Sayings by Peter Drucker
Explore popular quotes and sayings by an American businessman Peter Drucker.
Last updated on October 27, 2024.
We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.
When a subject becomes totally obsolete we make it a required course.
Plans are only good intentions unless they immediately degenerate into hard work.
We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.
Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
Making good decisions is a crucial skill at every level.
The productivity of work is not the responsibility of the worker but of the manager.
The purpose of a business is to create a customer.
Teaching is the only major occupation of man for which we have not yet developed tools that make an average person capable of competence and performance. In teaching we rely on the 'naturals', the ones who somehow know how to teach.
Unless commitment is made, there are only promises and hopes... but no plans.
My greatest strength as a consultant is to be ignorant and ask a few questions.
The most important thing in communication is hearing what isn't said.
A manager is responsible for the application and performance of knowledge.
Suppliers and especially manufacturers have market power because they have information about a product or a service that the customer does not and cannot have, and does not need if he can trust the brand. This explains the profitability of brands.
There is nothing so useless as doing efficiently that which should not be done at all.
Management by objective works - if you know the objectives. Ninety percent of the time you don't.
Today knowledge has power. It controls access to opportunity and advancement.
The computer is a moron.
Manners are the lubricating oil of an organization. It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects.
Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.
Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.
People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.
Business, that's easily defined - it's other people's money.
Efficiency is doing things right; effectiveness is doing the right things.
No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.
Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.
The only thing we know about the future is that it will be different.
Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
Never mind your happiness; do your duty.
The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.
Most of what we call management consists of making it difficult for people to get their work done.
The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
Management is doing things right; leadership is doing the right things.
Accept the fact that we have to treat almost anybody as a volunteer.
Rank does not confer privilege or give power. It imposes responsibility.
Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.
The best way to predict the future is to create it.
If analysis shows that someone's brilliant work fails again and again as soon as cooperation from others is required, it probably indicates a lack of courtesy - that is, a lack of manners.
Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even though they call them 'operators' or 'programmers.'
So much of what we call management consists in making it difficult for people to work.
Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window.
Time is the scarcest resource and unless it is managed nothing else can be managed.
The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.
What gets measured gets managed.
There is nothing worse than doing the wrong thing well.
The only skill that will be important in the 21st century is the skill of learning new skills.Everythi ng else will become obsolete over time.
Doing the right thing is more important than doing the thing right.
Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
If you can't measure it, you can't change it.
The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
The b??t w?? t? predict ??ur future ?? t? create it.
Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
If you want something new, you have to stop doing something old
Culture eats strategy for breakfast.
The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday's logic.
Mission defines strategy, and strategy defines structure.
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